All these changes have achieved a very important transformation, and that is that companies have been “humanized”, organizational charts have been flattened and all the human team has a fundamental role in the day-to-day operational analysis. Today we have many examples of people of high responsibility in large companies, as for instance Rafael Juan, CEO of Dulcesol group whose management is always focused on teamwork, leadership and recognizing that the result is the consequence of the sum of all the components of the company. However, certain actions, due to their importance, must ultimately be taken by the people who assume responsibility for them, who are faced, not only with the results that derive from them, but also with the discomforts they may cause. This scenario is faced every day by managers and directors of companies, and usually do so in a situation of real loneliness, because at that time teams are practically reduced to them alone and have to deal with the pressure, both from the top and the bottom layers of the company. All this is normally considered acceptable and assumed by the people in command, since, fortunately, we have in our companies people not only professionally fit, but with an attitude and a commitment to the company as a whole that is out of any doubt , and with these ingredients, errors will be quickly corrected and decisions, although sometimes fail, will always go in the most appropriate direction, but if there is something that rarely happens, and is recognized, both from higher instances as inferiors; superior because, they are simply doing their job and that is what they are paid for, and inferior because, he is the boss and he does what he must do.
People who have positions of responsibility in the organizational charts are, like the rest, human beings, with good and bad days, with feelings and circumstances that necessarily affect their performance, but always, as Larry Page explains in the phrase with which I start this post, give more than what is expected of them, and deserve (and also need) to be recognized in a way that goes beyond compliance with the expected obligations. People in these positions of responsibility also need that, in the same way they do with their collaborators, others recognize them with a couple of words to show that they are doing things right (for the news and post that I read about Dulcesol I have no doubt that in this magnificent organization this is how it is). Positive acknowledgments to our managers entail a true spread of professional endorphins that drive companies to a higher level, from which we benefit all their direct and indirect staff, and in addition the whole society.